When we look at successful people, we often see their professional history as a clean, straight line to the top. But as Ed Holder’s remarkable career shows us, success is anything but linear. It’s a complex, rich tapestry woven together with unexpected twists, massive challenges, and a commitment to service. This isn’t just a story about a man who was successful in business and then excelled in politics; it’s about how every single experience—the early losses, the career setbacks, and the personal hardships—serves as fuel for your leadership career.
Ed’s journey, moving from founding a major regional insurance brokerage to becoming a Member of Parliament (MP), a Federal Minister of State for Science and Technology, and ultimately the Mayor of London, Ontario, offers invaluable insights into resilience, career development, and what it takes to drive operational performance in any sector. As Ed notes, your career becomes an accumulation of all your experiences, not just one thing.
This is a two-part episode—you can listen to Part One of the episode here or watch it here on our YouTube Channel, and listen to Part Two of the episode here or watch it on YouTube here.
What Drives a Leader: The Foundation of Service and Resilience
True leadership isn’t just about accumulating titles; it’s rooted in the core values and the ability to adapt when things don’t go according to plan. Ed’s early life and professional challenges provided him with an unshakable foundation built on service and grit.
Humble Beginnings & The Work Ethic Core
Ed’s character was forged in humble beginnings that instilled a deep sense of community and an ironclad work ethic. Born the fifth of six children in a crowded Toronto house, money was scarce, but love was abundant. This setting, alongside his family’s roots in Canada’s East Coast, created a lifelong commitment to hard work.
One defining influence came from his mother, who was a passionate volunteer and door-to-door canvasser. This instilled a powerful, lifelong mantra that Ed absorbed.
“Community service is the price you pay to live somewhere.”
Ed’s trajectory wasn’t without early setbacks, which only served to thicken his skin:
- Grade School: He ran for grade 6 class president in California and lost.
- Federal Election: He ran for federal parliament in 1992 and lost.
- Federal Election: He ran in the 2015 federal election and lost, saying, “The good people in London West felt I’d worked so hard that I deserved a rest.”
Networking in a New City
Arriving in London, Ed didn’t know anyone. He recognized immediately that in the pre-Internet age, connection was currency. His strategy was simple and highly effective:
- Community: He joined the Rotary Club of London, connecting his drive for service with the new business landscape.
- Commerce: He joined the Chamber of Commerce to build business relationships.
- Creation: He founded The Directors Club of London, a professional networking group based on the concept of people helping people, which still exists today.
This deliberate and persistent effort to build and nurture relationships became his essential tool. It proved that in any new endeavor—whether business or politics—you must prioritize showing up and building connections long before you need to leverage them.
The Power of Community: Healing and Stepping Up
The trajectory of Ed’s career was dramatically interrupted by a personal tragedy. This period of withdrawal and subsequent re-engagement offers profound lessons on emotional resilience in leadership.
Re-Igniting the Desire to Serve
In 1996, Ed and his family experienced the devastating loss of his son, Bruno. This was the most challenging event of his life, prompting the family to take a year off from all external commitments—stepping away from his business, Rotary, and community involvement to focus on healing.
The inspiration to return to public life came from the enduring strength of his mother’s voice, urging him: “If you stop, you die.” This encouraged him to find a way to stand up again. His re-entry into community work was catalyzed by the humanitarian Glen Pearson and businessman and farmer Mac Cutty.
The call from Mac Cutty was the ultimate “volun-told” moment. Mac informed Ed that the community needed his leadership and that he needed to join the Convention Centre board. Ed’s initial reluctance was immediately overruled.
Sometimes, if you wait for the stars to align, you might miss the chance to make an impact. Ed’s repeated choice to “just say yes” to opportunities, even when he felt unprepared or reluctant, consistently pushed him into senior roles. As he observes, people often feel validated and appreciated when they are asked to join or lead, and most organizations are desperately seeking those willing to step into the messy space where decisions are made.
“And the other thing I would say to folks in general, when you’re asked to do something or consider something, just say yes. Because you never know where that opportunity is going to take you.”
Strategic Coach—Dan Sullivan: “Who Not How” Principle
Ed’s leadership approach relies on the “Who Not How” concept, popularized by entrepreneur coach Dan Sullivan. This principle centers on the understanding that figuring out who can execute a task is more effective than struggling with how you, personally, will do it. This principle became the foundation for successful delegation:
- Prioritize Talent: Ed admits to leveraging people on his teams, recognizing that this not only achieves better results but also gets people involved and committed.
- Delegation is Accountability: True delegation is not just handing off a task. It must include agreement on timelines, support resources, and clear accountability. This ensures the project moves forward and the person stepping up feels empowered, not abandoned.
“I think the most important piece of delegation is accountability. It isn’t saying to somebody, ‘Here, can you do this project?’ You need to support what they’re trying to do, but you give them timelines.”
Federal Politics and Executive Leadership
Ed’s move into federal politics was fueled by his lifelong passion and his decision to exit the insurance business. In 2008, he successfully ran for MP of London West, a long-held ambition.
Minister of State for Science and Technology
The jump from MP to a Cabinet position is massive. Ed was unexpectedly asked to serve as Minister of State for Science and Technology under then-Prime Minister Stephen Harper.
The role of a Minister differs significantly from that of an MP:
| Role | Focus | Primary Responsibility |
| MP | Constituency Service | Representing local residents, the party votes |
| Minister | Executive Leadership | Making and shaping national policy |
Ed quickly recognized that a Ministry operates like a business, requiring a clear line between policy and operations:
- Policy vs. Implementation: The political team (the Minister) sets the direction and makes policy, while the non-partisan, senior ministry staff (Deputy Ministers and their teams) are responsible for the implementation of that policy.
- Decision-Making Under Pressure: Facing a multi-million dollar decision just ten days into his role, Ed used a Consultative Leadership style. He gathered his five-person policy and communications team, asked each for their candid advice and reasoning, and accepted their unanimous recommendation.
His major task was to complete Canada’s five-year Technology and Innovation plan. This challenge required him to become a quick expert, visiting every major university, college, and business incubator across the country, rapidly expanding his network to include thought leaders and industry titans.
The View from City Hall: Leadership at the Municipal Level
Ed’s political journey came full circle when, after losing his MP seat in 2015, he successfully ran for Mayor of London, Ontario, a top-10 city in Canada. Municipal governance, while non-partisan, presents a unique set of leadership challenges that differ significantly from federal executive roles.
While federal politics requires extensive travel, the Mayor is constantly present, constantly accessible, and expected to attend a stream of community events. This role requires unparalleled personal resilience and dedication.
Crisis Management as Mayor: The COVID-19 and Community Tragedies
During his term as Mayor of London (2018–2022), Ed’s leadership was defined by unprecedented crises, requiring him to shift from a strategic business leader to a crisis communicator and community anchor.
The COVID-19 pandemic required rapid, life-altering decisions. Ed demonstrated strong deference to operational and medical expertise: When the medical officer of health proposed mandatory masking, Ed, who holds just one vote on the 15-member council, backed the measure immediately. His approach was to let the expert initiate the necessary bylaw, but then use his political influence to ensure Council supported it—a unanimous decision that put health leadership first.
In 2021, London experienced the devastating, targeted murder of the Afzaal family. Ed’s leadership in the aftermath became a defining moment for the city, prioritizing unity over politics. He spoke at the mosque and a large community march, deliberately inviting leaders from across the political spectrum (provincial and federal) to join him. The message was simple but powerful: “We’re all Londoners together. This is not our London.” This demonstrated that the ultimate operational performance of a city during a crisis is measured by its human response and ability to unify.
The Lasting Leadership Legacy: Coachability, Character, and Commitment
While Ed retired from the Mayoral office, the principles he exemplified remain the true takeaway for any aspiring leader in business or public service. These core traits, which he saw reflected in his late son, Bruno, are the bedrock of success in any field:
- Coachability: The willingness to learn, adapt, and seek counsel—even from those you supervise.
- Character: The foundation of integrity and loyalty that allows trust to flourish.
- Commitment: The perseverance to see things through, even when faced with multiple setbacks and personal costs.
Ed Holder’s leadership tapestry is a collection of experiences—insurance sales, federal policy-making, local crisis management—that, when woven together with service and resilience, form an influential and lasting career.
Weaving Your Own Leadership Tapestry
The key lesson is to embrace the unexpected detours. Don’t let a career loss or a demotion define you. Instead, use every experience—the wins and the losses—as the unique threads that enrich your personal and professional tapestry. By prioritizing service, practicing “Who Not How” delegation, and saying yes to difficult opportunities, you can accelerate your own leadership career and fulfill your greatest potential.
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